版权说明:本文档由用户提供并上传,收益归属内容提供方,若内容存在侵权,请进行举报或认领
文档简介
Welcometoapresentation
onSixSigmaTM2002年1月12日WhatareyourExpectations?Iwouldliketocaptureyourexpectationsfortheday?Agenda
Introduction&overviewDemystifyingSixSigmaCreatingtheSixSigmaCultureManagingthesixsigmacultureTotalcycleTimeReductionSuccessExamplesAroundtheworldHowtoImplementSixSigmainyourbusinessQ&AClosingcommentsAlliancePartnershipsMASET,LLC.and
MotorolaMaset
areasofexpertiseQuality(SixSigma)CycletimeeductionLeadershipCulturalchangeProjectManagementSupplychainManagementFacilitationTrainingDemystifyingSixSigmaWhatdoesSixSigmameantoyou
?Manydifferentdefinitionsexist.IwilltrytoaddressthreethismorningSixsigmaasastatisticaltermNormalDistributionMean
Standarddeviationmean68.27%15.865%15.865%SixsigamasastatisticaltermValuesofastandarddeviationonesigma= 68.27% 317,311ppmtwosigma= 95.45% 45,500ppmthreesigma= 99.73% 27,000ppmsixsigma= 99.999999% 1.96ppbSixsigmaasaqualitytermInventedbymotorolainthemid80’sServicemarkedandregisteredbyMotorolaAcceptedbyallcountriesAcceptedbyallorganization-1.5Mean+1.5Virtuallynodefects(3.4ppm)LowerSpecifacationlimitupperSpecifacationlimit-6-5-4-3-2-10+1+2+3+4+5+6Allowsforvariationinmeasurement1.5Sigmashift+-Virtuallynodefects(3.4ppm)SixsigmaasaqualitytermSixSigma=3.4ppmdefectiveSixsigmaisawaytochangeanorganizationscultureProvidesameansofdeliveringTotalcustomersatisfactionFocuseseveryoneintheorganizationonthesameobjectiveDefinitionofdefectAnythingthatdissatisfiesyourDefectaregood!“Associatesneedtofeelcomfortableinidentifyingandreportingdefects.”TheeffectsofdefectsEveryoccurrenceofadefectwithintheprocessrequirestimetoinspect,fix,andre-inspect.Averagecycletimeisdirectlyproportionaltothetotalnumberofdefectsintheprocess.WelcometoMotorola’’sQualityStoryCultureCultureguidestheenterprise’’sDay-To-DaybehaviorThenatureofcultureCultureprovidesitsmemberswithguidelinesfordealingwithjustabouteverythingMuchofeverycultureiscvertandimplicitlargelysubmergedlikeanicebergCulturesareconstantlychangingandevolving.Whencultureandstrategyclash,invariablyculturewinsout.Iftheorganizationalculturedoesnotembracinitiativesrelatedtochange,overallchangeeffortswillfailThereisnosuchthingas““We’’redifferent””WE’’REDIFFERENTFunctionsinatypicalorganizationAccountingAdvertisingDistributionEnergymanagementEnvironmentalaffairsExternalaffairsFacilitiesFinanceHealth&safetyHumanresourceslegalManufacturingMarketingProfuct/servicedevelopmentPayrollPurchasingSalesSchedulingTrainingTransportationTravelTheevolutionofmotorola’’squalityculuture1979““Ourqualitystinks”1980corporatequalityofficernamed1981motorolatraining&educationcenter(Mtec)establishedcommunicationssectorbeginstotaldefectsperunitmeasurement(TDU)-julymanufacturedproducts-novembersalesorderschairmanchangesagendaofcustomervisitscreated“thecard”Evolutioncontinues!Corporationadiptssixsigma2year-10x;4year-100xualityimprovementSixsigmaby1992goalisset1988MalcolmbaldrigenationqualityawardMappedISO9001intoqualitysystemreview(QSR)199210xredustionindefecteveery2years
customersatisfactionmetrics10xtimesimprovementincycletimein5yearsChangedmeasurementbasetopartsperbillion1994 EnterpriseISOregisttationlaunched1998 Corporaterenewal1999 RulesofEngagement balancedscorecard
PerformanceExcellence PersonalCommitmentEvolutioncontinues!Howmanyobjectivesarethereinyourorganization?Keybeliefs–howwewillalwaysact•Constantrespectforpeople•UncompromisingintegrityKEYGOALS–whatwemustaccomplish•Bestinclass—People—Markting—Technology—Products:software\hardwareandsystems—Manufaction—Service•Increasedglobalmarketshare•SuperiorfinacicalresultsKEYINITATIVES–howwewilldoit•Sixsigmaquality•totalcycletimereduction•productmanufactionandenvironmentalleadership•Prfitimprovement•EmpowermentforallinaparticipativeCooperativeandcreaticeworkplaceOurfundamentalobjective(Everyonesoverridingresponsibility)TotalcustomersatifactionOurfundamentalobjectiveTotalcustomersatisfactionKeybeilfesHowwewillalwaysactKeygoalsWhatwemustaccomplishKeyinitiativesHowwewilldoitEveryonesoverridingresponsibilityKEYINITATIVEShowwewilldoit•Sixsigmaquality•totalcycletimereduction•productmanufactionandenvironmentalleadership•Prfitimprovement•EmpowermentforallinaparticipativeCooperativeandcreaticeworkplaceConsistentfocusCardcreated&adopted1986Fiveminorchangesin1992NosignificantchangesduringfivedifferentchairmanBobGalvinGeorgeFisherBillWieseGaryTookerChrisGalvinCreatingandmanagingtheSixSigmaqualitycultureSissigmaqualityOneofthetwokeydriversofincreasedTotalcustomersatisfationandreducedcostProduct/ServiceisdeliveredwhenpromisedEveryoccurrenceofadefectwithintheprocessrequirestimetoinspect,fix,andre-inspectAveragecycletimeisdirectlyproportionaltothetotalnumberofdefectsintheprocess.Product/serviceisdeliveredwithnodefectsNotest/inspectionis100%effectiveinfindingdefects.Delovereddefectsescapetest/inspectionwithintheprocess.DelivereddefectsaredirectlyproportionaltothetotalnumberofdefectsintheentireprocessSixsigmaqualityimpovescustomersatisfactionReducingthetotaldefectsintheenireprocessreduces:Deliverydelinquencies;Deliverydefects;Earlylifefailurerate;andtherefore…IncreasescustomersatisfactionandDecreaseswarrantycost!ProcesscostanddefectsReducingthetotaldefectsintheentireprocess:Reducesthecycletimeperunit……ReducingWIP(Workinprocess)ReducinginventorycarryingcostsResucesdefectinspection,analysis,andrepaircost;therefore……Decreases““Manufacturing””costCost/QualitySixsigmahasshownthatThehighestqualityproducerisThelowestCostproducerTDUisthebestmeasureoftheoverallqualityoftheprocessTDUistheindependentvariableProcessyieldsaredependentuponTDUThecommonmetric:Totaldefectsperunit(TDU)DefiningaunitA“unit”maybeasdiverseasa:PieceofequipmentLineofsoftwareOrderTechnicalmanualMedicalclaimWiretransferHouroflaborCustomercontactAnythingthatismeasurable&understandablebythepersonwhoistryingtoreducedefectsSigma,afigureofmeritTDUcouldbeexpectedtobeproportionaltothecomplexityoftheunitComplexityisdirectlyproporttionaltothenumberofopportunitiestocreatadefectTonormalizeprocessesofdifferentcomplexity,weuse:TotaldefectsOpportunities…FromwhichwecancalculatesigmaDPMO=x1,000,000Improvement7Sigma(+1.5sigmashift)1101001K10K100K23456(66810ppm)(6210ppm)(233ppm)(3.4ppm)30xImprovement10xImprovement70xImprovement6534DefectsperMillionopportunitiesBenchmarking1101001K10K100K234567Bestinclassinternal+externalRepaircosts>10%Averagecompany<1%DefectsperMillionopportunitiesSigma(+1.5sigmashift)1101001K10K100K234567RestauantbillsDoctorprescriptionwritingPayrollprocessingOrderwrite-upJournalvouchersWiretransferAirlinebaggagehandingPurchasedmateriallotrejectrateBenchmarkingBestinclassAveragecompanySigma(+1.5sigmashift)DefectsperMillionopportunitiesProcessqualitylevelsmayvarywidelywithinacompany(0.25PPM)••1101001K10K100K234567AirlinebaggagehandlingDomesticairlineflightfatalityraateBestinclassAveragecompanySigma(+1.5sigmashift)DefectsperMillionopportunitiesImplementationofthesixsigmacultureTotalsustomersatisfactionSixstepstosixsigma&designformanufacturabilityCycletimereductionMotorola’sblackbeltProblem-solvingtoolsn驅動力來自自評量指標標以及合理理且具挑戰性性的目標Thesix-stepsdesignprocessManufactuedproductIdentifyphysicalandfunctionalrequirementsofcustomerDeterminecharacteristicsofproductcriticaltoeachDetermineforeachcharacteristic,whethercontrolledbypart,process,orbothDeterminemaximumrangeofeachcharacteristicsIfCP<2redesignmaterial,profuct,andprocessasrequired.Administrative/officeIdentifytheworkyoudo(yourproduct)Identifywhoyourworkisfor(yourcustomer)Identifywhatyouneedtodoyourwork,andfromwhom(yoursupplier)Maptheprocess.Mistake-prooftheprocessandeliminatedelays.Estableishqualityandcycletimemeasurementandimprovementgoals.CycletimereductionWillbecoverdindetailaferlunchProblemsolvingidentificationtoolAllmemberoftheorganizationshouldhavetrininginproblemsolvingindentificationtoolsFlowchartsBrainstormingParetochartsCause&effectdiagramBlackbelttoolsProcesscharacterizationProcessimprovementsGraphicaldataanalysisDistributionanalysis(graphicalandnumberical)Comparativemethods(graphicalandnumberical)ProcesssourcesofvariationMeasurementsystemanalysisProcesscontrol(SPC)Processcapability(CpandCpk)ConfidenceintervalsDesignofexperimentsLinearregressionScreeningexperimentsOptimizationusingresponsesurfacemethodologyBlackbelttool(con’’t)Maanagementofthequality/continuousimprovementprocessMethodologytocontinuoislyreducedefectsRegularreviewofDPMOperformanceQualitysystemreviewCorporatequalitycouncilInstitutionalizesolutionsProcessstep1Processstep2Processstep3suppliercustomerRecorddefectsTrendchart/GoalRecorddefectsRecorddefectsRecorddefectsRecorddefectsContinuousimprovementmeyhodologyaction
name
datetime100Paretoanalysis/root
causeindetificationmeasureResults&institutionalizeProblemsplveanalyzeDefectanalysisisdonebytheappropriateorganization:MarketingEngineeringManufacturingMaterialsserviceetc…Processstep1Processstep2Processstep3RecorddefectsTrendchart/GoalRecorddefectsRecorddefectsRecorddefectsRecorddefectssuppliercustomerInstitutionalizesolutionsContinuousimprovementmeyhodologyaction
name
datetime100Paretoanalysis/root
causeindetificationmeasureResults&institutionalizeProblemsplveanalyzeDefectanalysisisdonebytheappropriateorganization:MarketingEngineeringManufacturingMaterialsserviceetc…Processstep1Processstep2Processstep3RecorddefectsTrendchart/GoalRecorddefectsRecorddefectsRecorddefectsRecorddefectssuppliercustomerInstitutionalizesolutionsprocedureDPMOEnablesregularreviewofcontinuousimprovementperformanceCorporatelevelreviewBusinesslevelreviewGroupordivisionreviewProductlinereviewProductionlinereviewOperatorlevelreviewSamemeasurement–sameimprovementgoalSpectrumCVD1005020105TotaldefectsperunitVisiononlyTDU198919901991199219931994Years目標實際4=188556Guidelines1996年7月MOTOROLACORPORATE品質評鑑鑑系統QSR::assessmentvehicleforthetotalorganizationSetsacommongoalofperfectionDrivesprogresstoworldclassstandardsProvidesanawardrenessofqualityprocessrequirmentsCross-fertilizationofideas(knowledgesharing)Teachingtool(auditorsandauditees)InformationsourceforregistrarsThisidthe““enngine”ofaselfsustainingcontibuousimprovementprocess…Withoutit“virtually””allwell-meaningqualityinitiativesFAILThisisimportant……UnfortunatelythisiswhereManyorganizationstartandEnd-inFAILURE.BestpracticesDocumentationConformanceComplianceAuditMotorola“QSR””QualitysystemreviewInstitutionalizeSolutionsProcessStep1ProcessStep2ProcessStep3SUPPLIERCUSTOMERRecordDefectsRecordDefectsRecordDefectsRecordDefectsRecordDefectsContinuousImprovementMethodologyProcedureActionNameDateTimeGoalTrendChart100ParetoAnalysis/RootCauseIdentificationMeasureResults&InstitutionalizeProblemSolveAnalyzeDefectAnalysisisdonebytheAppropriateOrganization:MarketingEngineeringManufacturingMaterialsServiceEtc...CorporatequalitycouncilQualitymanagersofallmajoroperationsCorporate-wideprogramsQualitysystemreviewsofallmajoroperationsQualitycouncilCQOBussinessunitsManagementboardQSRprocesscusomerssuppliersMotorolaUniversitycoursewareassessQualityreviewsShort-termresults教育RecommendationsonvisionanddirectionTheroleofqualitymanagementatmotorolaInternalcustomeradvocateLeadTeachauditCulturechangeisdrivenbymeasurements&rewardsMeasurementsandrewardsmustbeconsistentwithchangeobjectives;whatyoumeasureiswhatyougetProcessesmustbechangedtoachievethemeasuredoperationalgoalsSixsigmaprovides...AmethodtodrivequalityimprovementAcommonlanguage-defects,continuousimprovement,sixsigmaAmethodofmeasurementAmethodofcomparisonAmethodofprovidingcommonreachoutgoalsParadigmshiftsStartcountingdefects.27%badvs.99.73%goodChangeunitofmeasure2,700PPMvs..27%badWhatissixsigmaItisaculturechangeforacompleteorganizationThat’’s:IndividuallydrivenbutinvolveseveryoneContinuousprocessConsistentthroughouttheorganizationMeasurementdrivenBasedonthepremise“Everyonewantstodothebestjobtheycan"ItisnotanumbersgameWasthemeetingnecessary?Wastheranobjectivecommunicatedinadvance?Wastimeusedeffectively?Wasthereadequateadvanceinformationtohelpmeunderstandandcontributetotheobjective?DidIcontributentotheobjective?Wastheobjectiveaccomplished
温馨提示
- 1. 本站所有资源如无特殊说明,都需要本地电脑安装OFFICE2007和PDF阅读器。图纸软件为CAD,CAXA,PROE,UG,SolidWorks等.压缩文件请下载最新的WinRAR软件解压。
- 2. 本站的文档不包含任何第三方提供的附件图纸等,如果需要附件,请联系上传者。文件的所有权益归上传用户所有。
- 3. 本站RAR压缩包中若带图纸,网页内容里面会有图纸预览,若没有图纸预览就没有图纸。
- 4. 未经权益所有人同意不得将文件中的内容挪作商业或盈利用途。
- 5. 人人文库网仅提供信息存储空间,仅对用户上传内容的表现方式做保护处理,对用户上传分享的文档内容本身不做任何修改或编辑,并不能对任何下载内容负责。
- 6. 下载文件中如有侵权或不适当内容,请与我们联系,我们立即纠正。
- 7. 本站不保证下载资源的准确性、安全性和完整性, 同时也不承担用户因使用这些下载资源对自己和他人造成任何形式的伤害或损失。
最新文档
- 2024年高压液压柱塞泵马达合作协议书
- 2024年超低频传感器标定系统合作协议书
- 苏教版高中化学第一课心得
- 初中一年级数学知识点精讲与练习
- 小学语文人教版知识点梳理
- 厘米长度的新天地
- 年人教版英语七下教学计划
- 北师大新编六年级数学下册期末模拟考试题
- 苏教版一年级上册数学考试卷答案
- 位似在北师大图形的探索
- 中小学教师家访记录表内容(18张)3
- 铝方通墙面施工方案
- 公司生产安全责任事故追究考核细则
- 十六烷安全技术说明书(msds)
- 大学生防电信诈骗安全教育主题班会
- 物理(基础模块)中职PPT完整全套教学课件
- 中小学生非遗研学课程(游戏类)
- 人教版美术五年级上册02 教学课件-第3课 美丽的纹样 课件3
- 商贸有限公司安全管理制度
- 焦点讨论法演示文稿
- 排水渠施工方案-农村排水渠技术方案
评论
0/150
提交评论